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In June 2013, a gathering of leaders concerned with leadership capacity in the fields of education, community development, state government and the nonprofit sector gathered to identify map current initiatives and craft an idealized future, where leadership development is available to all Vermonters’ at each stage of their lives. This background paper summarizes the June Leadership Vermont event and will be discussed in more detail. In Vermont, we are blessed with many, many opportunities to learn and practice leadership development at all stages of human development.
The attendees at the June 2013 Leadership Vermont event share the desire to coordinate these activities in order to better promote individual effectiveness and community resiliency. Several metaphors are in place for thinking about a systems based approach to leadership development in Vermont. Because, at its core, leadership development is about trust–relationships between people who inspire each other to reach farther than we would on our own.
Effective leadership can be cultivated in formal and informal settings at all stages of our lives and within every community. Agent of Community Change: Leadership is intertwined with change – which happens through dialogue which brings out common desires and weaves them into a shared vision. Inclusive: The leader believes that strength lies in diversity and is eager to open the doors for others to solve problems, learn for themselves, and make mistakes safely. Collaborative: In so doing, the leader draws out the best from others, holds space for people to learn, says yes to their ideas, provides skills for self-advocacy and helps others to actualize.
Comfort at the Margins: While many people are uncomfortable with uncertainty, a leader can deal with ambiguity and is willing to risk their comfort and certainty for a greater outcome. Some additional quality of leadership: Confidence, Courage, Responsibility, Communication and Awareness.
It is mostly the case that leaders exist outside the formal titles of leadership in all corners of our state. School Aged Children – Pre-K – High School: Leadership is developed primarily through the influence of parents, through teachers, coaches and extra-curricular activities and through peers.
Young Adults: These young citizens are new to the workforce and are building their professional and service networks. Mid-Careerists: As this age reaches key leadership positions and contemplates retirement, it is important to promote mentorship opportunities, succession planning (cultivating leadership at all levels of their organizations) and informal ways to transfer knowledge and leadership skills. Retirees: Vermont’s retirees have a great deal of expertise to offer and a desire to make a difference.
New Residents to the state: How do we invite “new comers” into leadership opportunities, assess their skills, and make the most of the experience they are bringing into our communities? Research: We need to start by developing clear understanding about what promotes, advances and sustains leadership development. Develop Statewide Initiative: From a Leadership Literacy Initiative to a Vermont Leadership Task Force, there is an interest in a shared framework to better develop leadership capacity in the state.
To determine our progress toward the 2018 vision for Leadership Vermont, we can look at a variety of economic, civic, community health indicators that show that the Vermont economy is booming, citizenship is thriving, the next generation of leaders lives here. It will be helpful to create integrative frameworks that help make sense of the complexity. I am the new Director of the Master’s of Science in Leadership program at Norwich University.



Common Good Vermont is the only statewide organization in Vermont dedicated to uniting and strengthening all of the mission-driven organizations that serve the Green Mountain State. Common Good Vermont offers unique underwriting opportunities to reach a highly-targeted group of individuals and organizations. GraphX is what it is because of the resilience, hard work and in-suppressible determination of its Worker-Partners. Sanjay has 25+ years of experience in managing finances for large and government organizations.
Sangita has 16+ years of experience in various industries including restaurants, wireless master agency, travel agency, and banking.
Ten tips for the intercultural leader: Ten quick tips on intercultural leadership from a business perspective.
List of resources on Global Leadership from the Global Leadership Advancement Center in San Jose State University, California.
Distance program at the International Institute for Global Leadership: self-directed and based on readings by level and written assignments. The number of books written on the subject of leadership must number in the thousands, if not tens of thousands.
While drilling down to the finer nuances can be helpful for college students in Management 101 and 102, those intricate points tend to be of little use to those already engaged in business and finding themselves in early leadership roles. Commit to these nine tips and you will be on your way to being the kind of leader who succeeds.
We share an ideal: to live in a state where all Vermonter’s enjoy a healthy and productive life, able to contribute to the common good. But many of these formal and informal initiatives operate in isolation of each other, making it difficult to leverage the collective effort in order to have a greater impact on the well-being of the state. At all stages of life, our teachers, coaches, mentors, peers, supervisors, political leaders and neighbors have an impact on the work we do and the common dreams work for. Leadership can be taught in workshops, but mostly is it is absorbed through mentors, coaches, peers and practice. The leader works well as part of a team, and guides everyone to do their best—even if they don’t want to be a leader too.
Parents have an important role to play in developing a sense of responsibility and common purpose in their young children. There are many strong student age leadership programs in Vermont from sports leagues and school bands to clubs, school governance, and formal organizations such as the Vermont Youth Conservation Corps and Vermont Youth Orchestra. Programs such as Leadership Champlain cultivate their skills and sense of community participation. The hub includes an easily accessed roster of leadership development opportunities that reflect the unique characteristics of Vermont’s citizens and communities.
Proposed ways forward start with mindfulness and focus on building a framework of lifelong leadership development, supported by an infrastructure that leverages today’s formal and informal efforts and creates future opportunities. Assess the resources at our disposal, identify the gaps, determine sources of funding support.
At the core of these indicators is the belief that resilient communities depend upon engaged citizens, social capital and diverse and inclusive social structures.


Some consideration must go into the comparisons we make as we evaluate current offerings and future opportunities. Common Good Vermont serves as the “go to” resource for our peers to share resources, gain skills, and build partnerships. And the effort wouldn’t have been so effective, had It not had its Leaders lead from the front and set examples for Others to follow. He started his career developing software with IBM Research and developed one of the earliest Point-Of-Sale software for the wireless retail industry. The concept has been studied from multiple perspectives and one of them, intercultural leadership, is becoming increasingly relevant as organizations become more culturally diverse.
Your staff needs to know what you expect from them and your vision for your division or company or group…or whatever you lead… Vague visions fail.
We share a simple definition of leadership: citizens of all ages are able to be responsible for themselves and navigate the challenges of daily living. An important concept, watershed, reflects the shared desire for an inclusive, organic and natural structure that we can grow through the strength of our relationships and human networks.
They understand that trust and relationship are central to achieve something greater than any one person can.
They are willing to give up truths that appear to be self-evident (orthodoxies) and will even break rules if they have to. It is important to note that youth leadership development differs from adult leadership in some key ways. This can also be tied into Personal Learning Plans supported by the Vermont Agency of Education. He was instrumental in setting and automating the entire operations of one of the largest wireless master agent. Others attempt to be lofty and theoretical and appeal to a narrow audience…and no one in a leadership position. Unaddressed problems are like a mold on the culture of your organization; eventually they will ruin it. Challenging means pushing your organization on any number of different levels, including – but not limited to – improving customer service, showing exponential instead of incremental growth, creating new products or services, etc.
We believe that this is a necessary condition for individual well-being and community resiliency. The leader has the courage to say difficult things and is also willing to admit when they “don’t know”. A variety of charts can be created to illustrate and begin to tie together the leadership development spectra from several points of view. Set a reward for achieving each goal, and then make sure that reward is handed over when the goal is met. This generation may be less comfortable with the “leader” identity, but they have a great deal of experience with team structured initiatives.



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